Feb 16, 2016 | In: Strategies
Product managers facing the make versus buy decision for their organization have a lot to consider. Biases abound. In this article, the innovation architect Doug Collins shares what was on the minds of senior product management leaders on this topic when they convened, recently. Their top 10 factors follow below.
Feb 08, 2016 | In: Life Cycle Processes
Selecting an Innovation Management Platform for your organization can be challenging, and there are several key features to have on your requirements list.
Feb 02, 2016 | In: Enabling Factors
What is top of mind in the world of product management? What does the product manager seek? How might the practice of collaborative innovation help the product manager achieve their goals? The innovation architect Doug Collins shares his perspective on these questions based on his recent participation in a product management summit.
Dec 22, 2015 | In: Organization & Culture
What is happening in the world of innovation these days? In this article, innovation architect Doug Collins reflects on what he heard and learned at the Chief Innovation Officer Summit in New York this month. In short: do not underestimate the value of transparency that the practice brings.
Dec 08, 2015 | In: Life Cycle Processes
Achieving authentic transformation across the manufacturing enterprise can seem as challenging as playing a competitive game of Jenga® in woolen mittens. In this article the innovation architect Doug Collins explores the role that collaborative innovation can play in realizing meaningful change. He grounds the exploration with an example from lean.
Advanced manufacturers—people who make “things”—face the same challenges in the Digital Age as their counterparts that traffic wholly in bits and bytes. Relentless immediacy. Increased transparency. In this article, the innovation architect Doug Collins reflects on the results from a survey that the analyst firm Frost & Sullivan conducted as part of the Manufacturing Leadership Council. What are the more advanced of the advanced manufacturing thinking these days about the practice of collaborative innovation? Are they on track?
People cannot appreciate the value your idea offers if you fail to convey its relative advantage.
In this article, the innovation architect Doug Collins shares a simple, good example of telling the right story at the right time to the right audience. Save this one for your clip file.
I see no value in waiting until New Year’s Day to resolve to improve myself. “Now is as good as time as any,” makes more sense to me. Last month I resolved to make two changes which, if I succeed in maintaining the alterations, promise to benefit me. In this article, I share my view on these changes, the immediate effect they have had on me, and their relation to the practice of collaborative innovation.
Dec 30, 2014 | In: Enabling Factors
2014 leaves us with a number of mega-innovations that feel tantalizingly close to becoming part of—and improving—our daily lives. The driverless car. Commercial applications of graphene. Reliable, accessible renewable energy. Personalized medicine based on our genome. The reinvention of commercial air travel as a relaxing, invigorating experience. Okay—that last one may be a bit of a stretch. Perhaps the best expressions of innovation, as with charity, begin at home. With that thought, I leave you, the innovation practitioner, with a couple wishes for the new year.
Organizations, embracing innovation, have taken the seemingly logical step of designating people to help “foment a culture of innovation.” Enter the chief innovation officer.
Aug 26, 2014 | In: Life Cycle Processes
Organizations that pursue the inquiry-led form of collaborative innovation often have an outcome in mind. They may seek the “low-hanging fruit” of immediately actionable ideas. They may seek ideas that help to re-envision the business. In this article innovation architect Doug Collins reflects on how the savvy practitioner manages the challenge question formation process to help the sponsor achieve their desired goals. The key? Knowing how to dial up and dial back the level of transformation incumbent within each question.
Aug 12, 2014 | In: Life Cycle Processes
Engagement matters on the front end of innovation. Tangible results matter on the back end. Organizations that pursue the practice of collaborative innovation seek, ultimately, actionable ideas: ideas whose implementation yields benefits.
Jul 29, 2014 | In: Enabling Factors
Our columnist Doug Collins began the Dirty Maple Flooring Company tale last fall. Twenty episodes later, the story in which Dirty Maple embraces collaborative innovation has come to an end.
Chief strategist Charlie Bangbang has experienced the first evolution of his practice of collaborative innovation at Dirty Maple by applying the blueprint. What lessons does he take about innovation management? About crowdsourcing? About leadership?
Jul 02, 2014 | In: Life Cycle Processes, Serialized Books, The Dirty Maple Flooring Company Enters the Digital Age
How might we measure our practice of collaborative innovation? What story do we tell by the factors we identify and the indicators we track? Does the plot interest our audience?